Customer
A global manufacturing company with operations in ten countries and 40 locations was carved out of a much larger industrial conglomerate with private equity backing. The PE firm was highly involved in building out the management team.
Challenge
An existing IT leader with local, single location responsibilities, was promoted to lead the global IT organization at a time of rapid change and huge responsibilities in terms of standing up a new IT organization, exiting former parent company IT support (along with onerous transition support costs), and learning how to run a multi-national, multi-cultural business function.
Outcome
In addition to providing an overall IT assessment to the new leader, CXO Science handed over a roadmap to success including some of the following elements:
- New reporting relationship to CEO — the new leader formerly reported to the CFO. CXO advocated for and accomplished a change in her report relationship to the CEO giving this new leader a more holistic view of the organization and a proverbial “seat at the table.”
- New direct report organization design — after evaluation of the key personnel and the company operating style, a new organizational structure was proposed to make the IT organization more effective in delivering their services.
- Project Portfolio — a portfolio of current and necessary key initiatives was organized and prioritized for the firm and the leader. This enabled her to conduct ongoing project updates and prioritization exercises with her peers on the executive team.